Leadership

PSYCH 485 blog

My Experience with Team Leadership in Lacrosse

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Team leadership focuses on the role and input of the whole team (Northouse, 2022, p. 541). As Northouse (2022) notes, a team is a group of interdependent members working towards common goals (p. 541). I resonated with this topic as I looked back on my high school years as a lacrosse player. In this role, I was part of a team of about 20 led by four captains. Each of us had a role in driving our team’s success, but our captains made efforts to ensure it. Many of the components of team leadership were apparent in my lacrosse team’s conduct. The key functions of task function and task maintenance, Ginnett’s Team Effectiveness Leadership Model (TELM), and shared leadership are all relevant to my experience as a high school lacrosse team member.
To begin, the two key functions of team leadership are task function and maintenance (PSU WC, 2023, p. 4, para. 1). As our PSU WC (2023) notes, task function refers to leaders assisting their team to “accomplish their tasks” (p. 4, para. 2). Task leadership functions were present in my lacrosse team through our team captains who planned plays for future games, assigned players to positions, and analyzed and resolved playing issues from past games. These points all support the team’s performance, which task function is often referred to as. Task maintenance refers to leaders keeping their “group maintained and functioning” (PSU WC, 2023, p. 4, para. 1), which our team captains also demonstrated. Northouse (2022) reports maintenance functions to focus on the relationships between members and resolving any issues that arise (p. 551, para. 1). This aspect was depicted through our team captains’ team bonding tactics, such as team ice cream outings, where we would all hang out in a setting outside of practice and games. Get-togethers like these supported relationship-building and provided opportunities to resolve conflicts.
Additionally, while my lacrosse team did not intentionally use TELM, it would have assisted our team with making decisions based on our team’s current state (Northouse, 2022, pg. 555). The model has three components, including inputs, processes, and outputs (PSU WC, 2023, p. 7, para. 3). First, as PSU WC (2023) notes, inputs refer to what is available to the team as they work (p. 7, para. 4). For the model, inputs have three levels: individual, team, and organization (PSU WC, 2023, p. 7, para. 4). These levels are important because a leader can identify which level needs modification. For example, in my lacrosse team, an individual may contribute cradling skills, the team as a whole may offer the ability to communicate clearly, and the organization offers funding from team members, their parents, and coaches. Each level offers a different set of inputs, making their distinction crucial. Processes are how the team goes about work, including the group dynamics of communication, coordination, and conflict (PSU WC, 2023, p. 7, para. 5). Team leaders should be concerned with the processes component because it can identify areas where practice for improvement is needed (PSU WC, 2023, p. 7, para. 5). Last, outputs are the result of the team’s work (PSU WC, 2023, p. 7, para. 7). This aspect of the model can communicate to leaders whether their team is performing accordingly (PSU WC, 2023, p. 7, para. 7). In sum, all the components of the model can identify different areas of a team and where change may be needed to optimize team performance.
Now knowing the components of TELM, understanding how leaders use it to exercise team leadership can be approached (PSU WC, 2023, p. 7, para. 8). TELM explains that leaders “dream, design, and develop teams” by monitoring the inputs, processes, and outputs of the model (PSU WC, 2023, p. 7, para. 8). Leaders dream by establishing a clear purpose for the team, such as by holding bi-weekly meetings to go over performance needs (PSU WC, 2023, p. 7, para. 8). Design gives attention to the team’s input stage at each level (PSU WC, 2023, p. 7, para. 8). This function of team leadership may be depicted through tailored check-ins for each level. For instance, the individual level may utilize 1:1 check-ins when providing performance feedback. Leaders can develop their teams by tracking their overall cohesion and ability to drive results (PSU WC, 2023, p. 7, para. 8). An example would be the team captains of my lacrosse team watching our practice matches and correcting us instantly. Leaders must keep these functions of team leadership in mind and be ready to make changes to any of the three components of TELM (PSU WC, 2023, p. 7, para. 9).
The topic of shared leadership connects to my experience as a high school lacrosse team member given the team I was on shared responsibility. As PSU WC (2023) reports, shared leadership is distinguished from typical leadership because the team shares the responsibility for driving results (p. 9, para. 1). The idea of shared leadership was demonstrated in my team in multiple ways, such as holding 3 team meetings a month during the season where players could voice concerns or share ideas about processes. By sharing the responsibility of tasks, team effectiveness will likely improve as Pearce and Simon (2000, as cited in PSU WC, 2023, p. 9, para. 2) discovered. The key to shared leadership is that all members contribute, because, without the dedication from all, gaps will occur (PSU WC, 2023, p. 9, para. 2).
Overall, team leadership was relevant in my high school lacrosse team through task function and task maintenance, Ginnett’s Team Effectiveness Leadership Model (TELM), and shared leadership. Task function and task maintenance were present in my lacrosse team through our captains’ assistance in our team’s ability to accomplish their tasks and monitoring of our team functions. While my team didn’t utilize TELM, the potential benefits it could provide to our decision-making processes were clear, such as my recognizing the components of inputs, processes, and outputs. Shared leadership was a large part of my team’s conduct given everyone had a role in driving the team’s outcomes.
For more information on TELM, access the following link: https://www.opm.gov/policy-data-oversight/performance-management/teams/model-leads-to-more-effective-teams/
References

Model leads to more effective teams. U.S. Office of Personnel Management. (n.d.). Retrieved March 15, 2023, from https://www.opm.gov/policy-data-oversight/performance-management/teams/model-leads-to-more-effective-teams/

Northouse, P. G. (2022). Leadership: Theory and practice (9th ed.). SAGE.

Pennsylvania State University World Campus (2023). PSYCH 485 Lesson 9: Introduction to Team Leadership. Retrieved from https://psu.instructure.com/courses/2245314/modules/items/37104733

Authentic Leadership In Rugby

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Authentic leadership is a doubled sided approach, both practical and theoretical, that can be defined in numerous ways. The three main ways authentic leadership is defined is interpersonal, intrapersonal, and developmental. The interpersonal definition states that leadership comes from the relationship between leaders and followers. Intrapersonal definition defines authentic leadership as “what’s going on inside the leader’s head” (Hamel, 2021). The last definition, developmental, states that leadership can be learned, however nature is still impactful in one’s ability to be an effective leader. This ever-improving theory has just recently been studied and it aims to explain why trustworthy leadership develops or not.

Authentic leadership is apparent all around the world, but it is absolutely necessary in sports. While reading this chapter the definition and approach that stood out to me where interpersonal and practical approach. Interpersonal authentic leadership is absolutely necessary in sports such as rugby, like when I played in high school. It was extremely important to be able to look up towards a leader, that you completely knew and trusted and know that they are going to put you in the best situation possible to achieve your goals. Under this definition followers must trust and be honest with their leader and the leader must provide the same transparency to them.

The practical theory of authentic leadership really stood out to me because I very much view sports teams such as rugby, as “wheel operations” where all the components are working in unison and if one component is off track the entire operation will fail. This is very similar to rugby because each position has specific roles and duties that need to be accomplished and if someone is slacking off it would end up hurting the whole team. I believe that accommodations can be made to make an organization work, however it is absolutely necessary for each team member/component to look out for and help each other. The theoretical approach is also apparent in rugby in the four qualities associated with authentic leadership such as awareness, internalized moral perspective, balanced processing, and relational transparency. I feel as though these attributes are absolutely necessary in rugby and all other leadership positions.

Despite the major weakness surrounding authentic leadership such as not fully being researched, developed, and proved there are many strengths that are apparent in rugby. The major strengths in this leadership style that are apparent in rugby include finding a person to trust, the increase in effectiveness across the development of leadership, and the ability to identify practical explanations to overall increase efficiency.  Having a leader that progresses themselves is inspirational, and their ability to identify and find solutions to problems improve over time. Similar to other leadership styles there are numerous factors that are not accounted for yet, however once proved this theory will be implemented in all sports across the world.

References

Hamel, R. (2021). Lesson 12: Authentic Leadership

Authentic leadership development

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A leader who is authentic is one believed to be genuine and self-aware (Northouse, 2016). You might be able to think of a few bosses you’ve had that you believed were genuine and authentic in their dealings with you. But how can you be a more authentic leader? How is authenticity developed? Just as different people may view how authenticity is expressed differently, researchers also define authentic leadership differently. The idea of authentic leadership is relatively new and became more important after many of the corporate scandals in the early 2000s, like Enron (Northouse, 2016). People wanted leaders they could trust. As such, the idea of authentic leadership is still being explored, but there are practical applications that can guide you to being a better leader.

One way to look at authentic leadership is understanding who you are (Northouse, 2016). There are certain dimensions that make up authentic leadership: purpose, values, relationships, self-discipline and heart (George, 2003, as cited in Northouse, 2016). In a nutshell, you need to understand your purpose, have strong values of the right thing to do, establish trusting relationships, demonstrate self-discipline and be passionate about your mission (George, 2003, as cited in Northouse, 2016).  You have different levels of these characteristics, and you have an opportunity to develop them to be an authentic leader.

As a leader, you need to understand your purpose (Northouse, 2016), which might be the most important characteristic in authentic leadership (Pennsylvania State University, 2018). Understanding your purpose is understanding what you are about and where you are going (Northouse, 2016). But you also have to be passionate about what you do, and be inspired by your goals (Northouse, 2016). Personally, I know there’s a good chance I will not be in a senior leadership position in my organization, but I know I can have a positive effect on our organization at a mid-management level. My goals are to continue to deliver results to my section of the organization and to develop and invest in my followers. I’m passionate about what I do and enjoy achieving results that are seen through positive exposure for the people I serve. I embrace my purpose.

You also need to understand your values and treat others based on those values (Northouse, 2016). Authentic leaders do the right thing during tough times and do not compromise who they are (Northouse, 2016). An authentic leader will come out of a tough situation with stronger values, not compromised ones, as we often unfortunately see in the news headlines (Northouse, 2016). If you’re not strongly committed to your values, you are more likely to abandon them during times of stress. If your values are not strong, it’s easier to get yourself into gray areas or crossing lines that you know shouldn’t be crossed. One line leads to another, and then another, and before you know it, you turn around and you’re in a place you never expected to be as a leader. But if you know your values, those decisions are more focused and consistent. No, you shouldn’t fudge the sales numbers this month because they won’t be caught until you can make it up some other way. No, you shouldn’t keep information from the board that you know you need to tell them. No, you shouldn’t make your followers work late hours to get the report done because you want to get to the gym instead. Your values should guide you to do the right thing, and your actions should outwardly validate those values. As I wrote in a post about servant leadership, my values are tied to my Christian faith. Growing in my faith should grow my leadership and vice versa. If I’m behaving as a leader in a way that goes against my values, it hurts my faith walk. To do the right thing, we must be careful with our actions and we must know what our values are to act our best.

Connectedness through strong relationships is also important. You need to be available as a leader and you need to be transparent (Northouse, 2016). Followers want to trust their leaders (Northouse, 2016), and developing trust requires building a relationship. Communication is way to do this. High quality communication and interactions with all followers will develop relationship. This is related to a leadership theory called leader-member exchange. In this theory, leadership is more effective by having high quality exchanges with all members of your team, leading to trust, respect and a feeling of obligation (Northouse, 2016). It all leads to high productivity (Northouse, 2016). To be an authentic leader, you need to connect with your followers.

Being consistent with self-discipline is also important because it helps you keep focus and determination (Northouse, 2016). Self-discipline helps you reach your goals and keep your followers accountable (Northouse, 2016). It’s also related to your values, because it helps you do your work in a way that aligns with them (Northouse, 2016). If you’re not self-disciplined, you may more easily bend the rules and go against your values. It allows you to be consistent, even in times of crisis or stress (Northouse, 2016). Your followers will see a leader who is predictable (Northouse, 2016). They will know how you will act in situations and what to expect from you (Northouse, 2016). Something small, but important, for me is answering my follower’s emails. This is important because I can’t help them achieve our goals if they’re waiting on me to answer them with information they may need. That requires self-discipline. It would certainly be easier to ignore my email some days, but then I wouldn’t be consistent for my followers. I have my email set up to flag any email from a follower into a special folder. I then check that folder twice a day and answer all emails in it. My followers are not intimidated to ask me for things because of this small gesture. It also sets a level of accountability for others on the team. If I’m answering emails, others feel a need to not ignore email either.

Lastly, having compassion and heart are important for authentic leadership. As a compassionate leader, you must be in tune with what others are going through and offer help. As a leader, you need to listen to your followers and learn who they are and learn their life stories (Northouse, 2016). Listening is an important aspect of learning to show heart. When listening, make eye contact and be fully engaged, don’t interrupt others (Gamble & Gamble, 2013). Give your attention to only one thing, the person; be attentive and relaxed so that you can organize what you are hearing; relate to what you are hearing through your own life experience; and then appropriately respond (Gamble & Gamble, 2013). Response could be something as simple as a verbal cue to reinforce that you are listening; or it could be a paraphrase of what you just hear, for example (Gamble & Gamble, 2013). These steps are related to the stages of perception, and they can help you have meaningful communication with your followers. Sometimes, just knowing another person understands can help and show compassion. Just from my own experience, I have seen how compassion makes a leader relatable. One time, I needed surgery and had to take extended time off from work. The leader came to me and offered to donate me some of his time off to me. That small gesture changed my perception of him and made me see him as more authentic and caring for his employees. I didn’t ask for help, but he knew enough about my situation that he acted on his own.

Being an authentic leader means doing the right thing, being honest with yourself and others and working for a common good (Northouse, 2016). You can’t go wrong with developing the characteristics we’ve discussed to be more authentic to your followers.

 

References:

Gamble, T. K., & Gamble, M. W. (2013). Leading with communication: A practical approach to leadership communication.Thousand Oaks: SAGE Publications, Inc.

Northouse, P. G. (2016). Leadership: Theory and practice (7thed.).Thousand Oaks, CA: SAGE Publications.

Pennsylvania State University. (2018). Authentic leadership approaches.Work attitudes and job motivation  — PSYCH 484. Online course lesson, Penn State World Campus. Retrieved from https://psu.instructure.com/courses/1942231/modules/items/25010904

How the Best Built Shoes are Acquired

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Oprah has famously said, “I still have my feet on the ground, I just wear better shoes.”  If the success of one’s life is measured in the quality of the shoes he or she wears, Oprah reigns supreme.  Just how has she achieved this kind of success?  Oprah was born very poor in rural Mississippi in 1954.  She rose above labels of poor, black, female in midcentury America and carved her path to success by getting great grades in high school, winning scholarships, and then procuring her own television show.  What propelled her past the judgements attached to the color of her skin, the origin of her birth and the gender inequality assumptions of her sex?  Her ability to connect, to inspire, her willingness to be vulnerable – to be seen for who she really is. Oprah having her feet still planted firmly on the ground lends itself directly in her being humble, self-aware and someone who exemplifies great emotional intelligence.

Northouse (2016) defines emotional intelligence (EI) as the ability to expertly grasp your own and other’s emotions, and use these emotions effectively to make decisions that benefit your life and your relationships with others.  Someone with great EI guides others productively and are empathetic and conscientious (Northouse, 2016).  All of these traits can be perfectly ascribed to Oprah Winfrey.  If building quality relationships with others is a one of the measures of emotional intelligence, Oprah would be at the apex.  Jeremy Young, the author of The Age of Charisma, defines charisma as a relationship between leaders and followers (Shonfeld, 2018).  Young asserts that Oprah is “the single most charismatic person in America” (Shonfeld, 2018, para 5).  EI has its foundation from the trait theory of leadership.  Trait theory focuses on the leader themselves, and what traits a leader would possess to be considered effective in different situations (Northouse, 2016).  Arguably, Oprah embodies many of the traits positively associated with leadership, as well as knowing how to expertly apply those traits within the right situations.

William Bennis (2009) writes, “Leaders are capable of achieving their vision exactly because they are focused on their followers and feel their pain, desires and needs” (p. 65).  In 1988, Oprah started her own production company OWN, because she wanted to be in control of her show’s content and not be made to include content like her contemporaries at the time were producing referred to as “tabloid tv.”  Ratings fell, but quickly came back up (“Oprah Winfrey Biography”, (2018).  She ended up being more successful and carving her own unique niche in the tv market because she stayed true to her vision – that she wanted to make a difference in people’s lives and guide them into being their most authentic selves.  She advocates shifting one’s focus or end goal from success, to service (Winfrey, n.d.). In this, she uses her emotional intelligence to go against the status quo and made something new and deeply affecting.

Carl Jung once said, “The shoe that fits one person pinches another; there is no recipe for living that fits all cases” (Goodreads, n.d.).  How unique we all are; in the way that we are raised.  We are all the sum of our experiences.  We all have found our own way either by the fault of where we started, or in spite of where we have been – it is our decision which path we move on. Oprah Winfrey came from an environment of poverty and abuse that leads many to be antisocial and disassociated (Evans, 2016).  Instead, Oprah understood that deep down we were meant to connect and care for each other – that division equals conflict and is destructive. She has used her emotional intelligence to lead us to better hearing each other, and asking another, “What is your story – let me understand you and what you have been through.”  She has shown us what really hearing someone looks like.

Her impact as an adept servant leader and her unwavering emotional intelligence she exudes has led many to call for her to run for President in 2020 – our greatest leadership position.  What greater honor and testament to what she has meant to people over the years than that kind of call to action?  Oprah leads by her heart and head, equally intelligent, equally strong.

 

Resources

Bennis, W. (2009). On becoming a leader. New York, NY: Basic Books.

Biography.com editors (2018). Oprah Winfrey biography. Retrieved from https://www.biography.com/people/oprah-winfrey-9534419

Evans, G. W. (2016, December 27). Childhood poverty and adult psychological well-being. Proceedings of the National Academy of Sciences, 113(52) DOI: 10.1073/pnas.1604756114

Goodreads, (n.d.). The shoe that fits one person pinches another; there is no recipe for living that fits all cases. Retrieved from https://www.goodreads.com/quotes/85057-the-shoe-that-fits-one-person-pinches-another-there-is

Northouse, P.G. (2016). Leadership: Theory and practice. (7th ed.). Los Angeles, CA: SAGE Publishing.

Shonfeld, Z. (2018, January 12). Oprah Winfrey is the most charismatic person in America—and yes, she really could be president.  Newsweek.com. Retrieved from https://www.newsweek.com/2018/02/02/oprah-winfrey-president-campaign-golden-globes-777508.html

Winfrey, O. (n.d.). What Oprah knows for sure about finding success. Retrieved from http://www.oprah.com/omagazine/what-oprah-knows-for-sure-about-finding-success

 

 

 

Authentic Leadership, Behind the Walls of the Hanoi Hilton

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Authentic leadership is the vehicle that drives the trust-loyalty relationship. Birthed from identified characteristics of understanding one’s purpose, having strong values, ability to establish trusting relationships, demonstrate self-discipline, and possess passion for the mission; authentic leadership produces trust and in turn results in greater loyalty from followers (Northouse, 2016). In considering examples of authentic leadership, one cannot help but to consider when authentic leadership would be most visible, seen in its purest form. If being authentic is being true to oneself, then there is no greater a display of authenticity then when everything has been stripped away, revealing one’s core. Throughout the history of time, one such an event has proven itself with 100% consistency to reveal one’s truest self and that is when the call to leadership is sounded from the horn of warfare. In the book Leading with Honor, author Lee Ellis shares his account of his time at the Hanoi Hilton Prisoner of War (POW) camp in Vietnam and how he saw leadership displayed amongst the most dire of circumstances. It is through this witnessing of remarkable leadership during such unimaginable times that authentic leadership is identified and observed in action.

“A sense of purpose fueled by passion is essential for true success”

Faced with an acute realism that every choice made can result in the life of oneself and the lives of those under their authority is beyond sobering. It is during these times that the characteristics of authentic leadership are most needed. Being a successful leader requires knowing one’s purpose. During their time at Hanoi, American soldiers were faced with one primary purpose, staying alive. In spite of tremendous adversity, including “suffered torture and deprivation of the worst kind for six, seven, and even eight years” (Ellis, 2012), the heroes of POW camp Hanoi, continued to lead with courage. This type of dedication can only be maintained from an unshakable sense of purpose. “A sense of purpose fueled by passion is essential for true success. It’s fine to set your sights on any number of worthwhile goals, such as attaining a certain position of influence or making enough money for a comfortable retirement. But all of these achievements will be hollow if they don’t align with an overall purpose that holds up under life-and-death scrutiny” (Ellis, 2012, p. 7-8).

Having a strong sense of value is another characteristic identified by George 2003 (as cited in Northouse, 2016, p. 198-199), which embodies a “True North” concept that connects authentic leadership to knowing who you are, where you’re going as well as doing the right thing along the way and not compromising on your values in the process. While imprisoned with other fellow soldiers, Ellis noticed that their senior officer, LtCol Minter was being taken for interrogation more than the rest. However, in time, he realized that LtCol Minter was being taken because he was giving the enemy all the information they wanted. As a POW there are rules to capture and one of them is to evade answering questions outside of name, rank, service number, and date of birth (Ellis, 2012, p. 24). Clearly, this senior ranking prisoner had lost his “True North” and eventually he was stripped of his position of authority. Conversely, another officer Ellis was imprisoned with, Capt Fisher, did the exact opposite. In spite of numerous torture sessions, Fisher “endured torture and humiliation to resist enemy exploitation” (Ellis, 2012). Why was it that one prisoner so quickly departed from his loyalties while another maintained them, the reason was “one had real clarity about his values and a very strong commitment to keep them. The other was committed to his values as long as keeping them was convenient” (Ellis, 2012). Being a leader and exemplifying authentic leadership requires consistency. As a leader, followers are watching. When they observe their leadership easily depart their commitments to value and purpose, all respect is lost. On the other hand, when strong commitment is upheld even in times of great duress, respect is earned.

 

Trust is the currency of true leaders, and is used to purchase the most costly of all expenses, loyalty.

Trust is the currency of true leaders, and is used to purchase the most costly of all expenses, loyalty. Never has there been such necessity for this currency as is required in the confines of a Prisoner of War (POW) camp. Following an adherence of values, authentic leaders understand the importance of establishing trusting relationships with others. The George approach emphasizes this and makes note that “people want to have a trusting relationship with their leaders, In exchange, people are willing to give leaders greater loyalty and commitment” (Northouse, 2016, p. 199). While in the confines of Hanoi, trust was the only currency the prisoners had and it often came with a very high price. As previously mentioned, the two senor ranking officers, one who so quickly sold-out to save himself and the other who endured extreme bouts of torture truly show how valuable trust is and how quick some can abandon it. As for Capt Fisher, he endured, demonstrating a strong commitment to his values and thus earning the trust and respect of his fellow soldiers. However, LtCol Minter not only lost the respect of his fellow prisoners but was also removed from his position of authority as a result (Ellis, 2012). Although this example involves extreme circumstance (torture), the lesson presents itself with absolute clarity. Trusting relationships are important to leadership and without them, you will loose the loyalty of your people.

Understanding what your objectives are and keeping your bearings fixed on those objectives through self-discipline, affords latitude to achieve your goals and to inspire those around you to also stay the course.

Self-discipline is the vehicle that drives leaders through the most challenging of times. Finding yourself in the position of being a prisoner can have many adverse effects aside from the obvious physical implications. Psychological battles also begin to ensue. Coming to a realization that you are facing impending torture and even death at every moment can have detrimental effects. One way to overcome these effects are to maintain a strong sense of self-discipline, which gives leaders “focus and determination” (Northouse, 2016). Understanding what your objectives are and keeping your bearings fixed on those objectives through self-discipline, affords latitude to achieve your goals and to inspire those around you to also stay the course.

The final characteristic identified by George, is being passionate about one’s mission, essentially acting “from the heart” (as cited in Northouse, 2016, p. 197). As Ellis recounted his experience, he speaks about his initial thoughts after being captured. “After my capture, I definitely had doubts and fears about what the next hours and days might bring, but there were not second thoughts. I had known the risks, I had made my choices, and I was committed to my cause” (Ellis, 2012, p. 7). His passion for “duty, honor, and country” helped him to stand firm on his values and survive the days, months, and years ahead (Ellis, 2012, p. 7). Being passionate about one’s pursuits is the lifeblood to success. Not only did Lee Ellis utilize his passions for his country to survive his capture, he utilized them to take what he observed and apply leadership lessons from the POW camps in Vietnam to coaching leaders today and writing the book, Leading with Honor.

Although many of us will never experience the challenges Lee Ellis and the many other POWs have faced, we can all appreciate their courage and ability to allow challenge to produce success. Leadership can come in many forms, however I offer that one of the greatest positions of leadership is derived from authentic leadership. Understanding ourselves and learning how to lead from a genuine desire to serve others with purpose and authenticity will naturally result in trust from subordinates and respect that will in turn produce loyalty to which is essential for a team to accomplish the goals set before them.

 

 

 

 

References:

 

Ellis, L. (2012). Leading with Honor: Leadership Lessons from the Hanoi Hilton. Georgia: Freedom Star Media.

Northouse, P. G. (2016).  Leadership: Theory and Practice (7th ed.). Los Angeles, CA: SAGE Publications Ltd.

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